人才管理ト：人才促進的商業創造

人才管理ト：人才促進的商業創造 是由出版商Optima Media Group在2009年05月所出版的。 這份英文市場調查報告書價格從美金1269起跳。

目錄

Abstract

Executive Overview

“A good, meaty report that really highlights the critical importance of integrating talent and people management.” Graham Prentice, formerly Head of Global HR, Nestle Nutrition

Seven reasons to buy this report

• Leverage talent in an economic downturn and prepare for the upturn
• Drive exceptional performance and increase productivity
• Use facts and figures to develop a compelling talent management case
• Create a great-place-to-work environment for talent
• Use technology to cut costs and integrate processes
• Engage senior and line managers in delivering talent goals
• Apply an exclusive talent management framework to tailor your talent strategy

Your one-stop, comprehensive roadmap to effective talent strategy

If you want to improve talent management effectiveness, Creating the Talent-Driven Business provides you with a complete toolkit to deliver outstanding business results.

Researched and published by Business Intelligence in association with the Corporate Research Forum, this authoritative report shows how to make talent the cutting edge of corporate strategy execution.

Accelerate the development of effective talent management

Creating the Talent-Driven Business will help you to:

• Prioritise the talent that matters most to your organisation
• Create a talent-nurturing culture
• Implement the success factors for effective talent management
• Develop a collaborative approach across the business and HR
• Leverage talent' s measurable contribution to business results

Gain deep insights into the practical issues

Practical and evidence-based, Creating the Talent-Driven Business combines practitioner learning with the smartest ideas from leading analysts, consultants and academics.

• Research from Business Intelligence and the Corporate Research Forum is augmented by findings from Watson Wyatt, the Hackett Group, McKinsey, leading thinkers and many other sources.
• Lessons from original case studies include AstraZeneca, BAE Systems, Batesville Casket Company, Cisco, LSG Sky Chefs, Lloyds Banking Group and Reed Elsevier, plus many more corporate examples.

Five exclusive features

• A research-based integrated talent management framework
• In-depth case studies and interviews with leading practitioners
• Valuable research findings unavailable from other published sources
• A synthesis of best thinking from world experts
• Checklists and questionnaires to guide your planning and implementation

What you will learn from this report

“ ..... a concise, accessible and very current review of the subject ..... It is well researched with examples from a range of companies that will draw in readers from a range of industries.” David Adams, Group HR Director Harsco

Creating the Talent-Driven Business provides you with the tools, ideas and methods you need to ensure that talent management meets the specific needs of your organisation.

Use the checklists and agendas to:

• Put talent at the centre of strategy execution
• Build the case and assess the payback from talent management
• Manage the whole talent life cycle effectively
• Discover what to do about difficult talent politics
• Engage all levels of the organisation in supporting talent development

Discover answers to these key questions

• How do we ensure that talent strategy is absolutely relevant to our business?
• Why is it so important to turn our organization into a Great place to work and what does this entail?
• What is involved in developing and communicating a talent philosophy and why is this so important?
• What kinds of measurable returns from talent management should be targeted?
• How does globalization affect talent management whether or not we are a global business?
• What does economic and business uncertainty mean for planning and developing talent needs and how can we compensate for the unpredictability factor?
• Is Generation Y so different from earlier generations and what does this mean for talent strategies and practices?
• Where should talent management be based inside the organization, what are the options and their pros and cons?
• If lack of buy-in is one of the most serious barriers to effective talent management, how can this be solved?
• How can CEO awareness of talent' s strategic important be translated into active support?

Get on the right track with the Integrated Talent Management Framework

Exclusively, Creating the Talent-Driven Business describes The Integrated Talent Management Framework - a step-by-step guide to all aspects of the talent management life cycle, from strategy alignment to process implementation and evaluation. It ensures that you address all the key issues that underpin successful talent management.

CRF/Business Intelligence People Management Framework

“..... an easy-to-read map of the talent management terrain with valuable nuggets of insight.” Simon Middleton, Corporate Senior VP, HR, LSG Sky Chefs

Reflecting CRF research, this integrated people/talent management framework has been developed over several years and iterations, with the intention of providing a holistic view of planning and implementing people and/or talent management. It brings together all the report' s chapter themes into a coherent overview to guide your work.

• While the framework will focus on people management, talent will be a subset of that, or it can be applied specifically to defined populations and groups of talent.
• Note that the framework is anchored around business strategy, the people plan, results and evaluation.
• The framework has six steps, seven workstreams, talent outcomes/evaluation and two talent management enablers. Each has questions to think about.

The framework does not intend to provide ‘solutions' . The aim is for you to reflect on your current approach for which the framework may be a way forward or on its separate steps and workstreams. What you do next should be based on six actions think, analyse, plan, do, review and improve.

Lessons From Leading Talent Management Practitioners

Cisco Systems

• How the global supplier of networking equipment and network management for the Internet deals with key talent issues.
• How the company positions talent strategically in the business
• The respective roles of line management and HR in talent management
• The CEO' s role in leading talent strategy
• Developing policies and practices for a global business

Batesville Casket Company

A world leader in caskets, urns, funeral products, funeral homes and related services has established an exceptional employer brand based on its talent management practices.

• The benefit of regular and evidence-based talent reviews
• Techniques for measuring and assessing talent potential enterprise wide
• The power of a CEO-led talent philosopy
• Capitalising on the talent dividend through the employer brand

LSG Sky Chefs

The world' s largest in-flight services organisation, the product of a merger of two leading US and Eurropean companies, has devised an innovative approach to talent.

• Creating a business-led talent strategy
• Profiling and defining exceptional capabilities
• Linking competencies to performance improvement
• Demonstrating the payback from talent management

BAE Systems

How BAE Systems, the supplier of advanced defence and aerospace systems in the air, on land and at sea, laid the foundations for a global talent management strategy.

• Scoping the global talent agenda
• Initiating a talent conversation to engage senior managers
• Structuring a programme for developing talent strategy
• dentifying key talent needs

AstraZeneca

The global pharmaceutical company has developed a systems plan to create a world-wide systems infrastructure to support HR and talent management.

• Identifying systems to deliver key talent information
• Balancing the attractions of in-house and hosted solutions
• Involving managers in the selection process
• Rolling out solutions internationally

Lloyds Banking Group

Following the acquisition of HBOS which made Lloyds Banking Group the UK' s largest retail bank, the organisation is involved in refocusing its talent strategy

• How the bank developed a talent philosophy for the new group
• Identifying the new capabilities needed for a customer-focused business
• Defining competencies and skills needs
• Dealing with the make or buy dilemma

Reed Elsevier

The expanding, international media group, has revisited its talent strategy and focused on creating a great-place-to-work environment to attract and retain key talent

• The steps followed in refocusing talent management
• How the company defines today' s leadership requirements
• Putting the emphasis on engagement
• Selecting the talent review indicators that matter

PLUS case reports from Whirlpool, Bayer, Royal Dutch Shell and many more organisations.

Table of Contents

Chapter 1: New realities of talent management

• Talent - a business maker or breaker?
• Talent is harder to manage.
• Immediate pressures and costs of under-performance.
• Widening talent management gap.
• Dealing with uncertainty.
• The pay-off when talent is central to business strategy.
• Getting the fundamentals right.
• Towards a human capital model of performance.
• Defining the talent management agenda.
• Why a talent mindset matters.

Chapter 2: Seven core issues

• Contentious issues - and tough questions.
• What are the talent implications of business strategy?
• What leadership, core business capabilities and skills must we develop?
• Who should be responsible for setting talent strategy and objectives?
• Who should be responsible for implementing talent management?
• How effective are talent management processes and practices?
• How do we know that talent is making a measurable difference?
• What corporate culture do we need to create for talent management to flourish?
• Talent Management Health Check.

Chapter 3: Current talent management strategies

• * An unfolding story.....
• What is different about the current recession?
• Continuing pressure on talent.
• Coping with the impacts on motivation, moral and engagement.
• Resolving the dilemmas of globalisation.
• Planning for uncertainty.
• Responding to growing employee power.
• The networked organisation and collaborative working.
• Generation Y and the new rules of engagement.
• Unified talent management - the next phase.

Chapter 4: How to align talent with corporate strategy

• How organisations position talent strategically.
• How organisational characteristics limit strategic options.
• Transactional and commitment-oriented cultures.
• Aligning talent with business strategy.
• Identifying the strategic issues.
• Responsibility for creating talent strategies.
• Talent management focus.
• Gaining and maintaining senior management buy-in.
• Tangible and intangible costs of poor talent management.

Chapter 5: How to establish talent management priorities

• Why differentiate and prioritise talent?
• Responsibility for prioritisation.
• Criteria for talent prioritisation.
• Prioritisation in action.
• Position prioritisation impacts on business and talent goals.
• Ten prioritisation questions.

Chapter 6: Key talent management processes

• Determining the talent process portfolio.
• Forecasting demand for skills and talent.
• Defining, assessing and tracking core competencies.
• Talent development programmes.
• Talent acquisition - make or buy?
• Reviewing progress against plans.
• Ten questions to improve talent management processes.

Chapter 7: Measuring talent management effectiveness and value

• What gets measured gets managed.
• How the balanced scorecard works.
• Focusing on the measures that matter.
• Frameworks and methods for assessing talent management.
• What companies typically measure.
• TM practitioners report under-performance.

Chapter 8: Talent Management roles and responsibilities

• Finding the talent to drive TM results.
• Talent management organisation and roles.
• What talent managers do.
• Business and talent deliverables.
• Reporting lines and operations.

Chapter 9: Talent technologies and systems for informed decision making

• The talent-technology opportunity.
• How companies reap the technology bonus.
• Evolution and adoption rates.
• Why Roche chose to go online.
• Performance management systems.
• Whirlpool - technology and talent.
• How Web 2.0 is changing and supporting talent management.
• Talent management vendor selection.

Chapter 10: Tuning talent for high performance: the new frontiers

• Creating the right culture for talent to flourish.
• Tangible and non-tangible rewards.
• How to make your organisation a talent magnet.
• Cost of failing the great place to work test.
• Using the employer brand.
• Improving the employer brand.

Chapter 11: Using an integrated talent management framework

• The framework.
• Six steps for the talent plan.
• Seven talent workstreams.
• Outcomes and evaluation.
• Talent management enablers.

Chapter 12: Ten-point agenda for business leaders

• Make the talent link with strategy.
• Encourage a commitment to talent.
• Put business goals first.
• Develop an inclusive approach.
• Think longer term.
• Focus on what works for your organisation.
• Ensure that talent wants to stay.
• Evaluate talent outcomes.
• Differentiate between performance and potential.
• Create a culture of achievement.

Chapter 13: Case studies

• AstraZeneca.
• Batesville Casket Company.
• BAE Systems.
• Cisco Systems.
• Lloyds Banking Group.
• LSG Sky Chefs.
• Reed Elsevier.
• Talent in finance and HR functions.

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